Pull

Bosch Production System I Element Description
Pull System
Version 3.0 I 02.2006
Customer
Supplier
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Element Description Pull System
Structure
1. Introduction into Pull System
2. Procedure of Pull System
3. Implementation of Pull System
4. Maturity- and Saturation stage
5. Examples for the application of Pull System
6. Possibilities for Qualification
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1.1 Description of Pull System
1.2 Definition of Pull System
1.3 Goal and Benefit of Pull System
1.1 Description of Pull System

• Consumer withdraws parts from the
full buffer
• The source refills buffer with
consumed parts
Produktion
Production
Kanban Kanban -Steuerung Kanban Kanban
The consistent de-coupling of all the

Externe Lieferanten
External
Cutting
Zuschnitt Welding
Schweißerei
Kanban Kanban production levels containing filled
Erzeugnismontage
suppliers
buffers as well as the production
Assembly
Customer
Machining
Kunde
Mechanische
process
Fertigung
according to the consumption,
Vormontage
Pre-assembly
Kanban causes a pull effect along the value

stream.
Externe Lieferanten
External suppliers
Store Production level Material flow Information flow

The realization of just in time principles along the value stream …
• the right part
... more is
• in the right amount ... planned,
waste
produced,
• at the right time and
assembled,
• in the right quality transported... signal for absence of
stability of processes
• at the right place
supplier customer
…is fundamentally guaranteed by the Pull System.

Synchronic Production (Flow production)
By JIS (just in sequence) the right amount is delivered in the right
process
z
Control
sequence at the right time.
z Ideally there are no supermarkets needed
z Material „is flowing“ directly to the point of use at the consumer’s
Pr
e-
as
se Determining the
m
B1 bl
y production sequence by
B1 consumption of the
Pacemaker process
PK
A1
A1
Final assembly
B B A A A
PACEMAKER PROCESS

Pull system (Example: Kanban)
z De-coupling of processes by the means of supermarkets
process
Delivery is made directly by withdrawals from the supermarket
Control
z
z Withdrawals triggers off the Kanban that kicks off re-production B2
z The logic of the loop is marked by the following sequence:

Receipt of order -> Delivery from the supermarket -> Production
z Action if JIS is impossible
Legend::
B2
Point-of-use provider
Max B2 Min B2
B2 TK Transportation kanban
A2 B2 PK Production kanban
TK
B2
Withdrawal
B2 A2
B2
A2 A2 A2 Supermarket
Pre-assembly
A
2
Max A2 Min B2
B B A A A B
Final assembly
1.3 Goal and Benefit of Pull System

Î The goal of pull system is:
z constant and calculated amount of the value stream‘s stock
z Improvement of transparency with the help of a visual control process
z Increasing the availability of parts by means of an easy control
process
z Only re-production of used material
Î Benefit of a continuous pull system with Kanban cards:

z Easy and visual control medium for every employee
z Tool for realizing high-frequency and cyclical orders with small lot
sizes with a minimum of effort
z Increasing the ability to deliver of the whole value stream
Kanban can visualize problems but cannot solve them!!
2.1 Kanban Loop
2.2 Basics of Pull System
2.3 Basic element supply logics
2.4 Basic element supermarket
2.5 Basic element Milkrun
2.6 Basic element Kanban
2.7 Basic element process-oriented organization of closed loops
2.8 Transparency and CIP
2.1 Kanban Loop

4. Production of consumed parts initiated by 1. After withdrawal of the
the production kanban respecting the 2. Kanban card is first part the worker
sequence of withdrawal from supermarket delivered to puts the kanban into a
preceding process. kanban letter box
1
TK
1
1
1
Max. Min.
Source TK Consumer
3. Pallet is refilled from supermarket

with ordered quantity and 5. Container with tagged
transportation kanban card is transportation kanban is
tagged on container. Used delivered to the subsequent
production kanban card is sent to process
preceding process
2.2 Basics of Pull System
Kanban for K = RE + LO + WI + TI + SA Milkrun

inventory control
TK
Maximum Minimum
TK
TK
TK
PK
Process-oriented CIP and Transparency

Supermarket
organization
2.3 Basic element supply logics K = RE + LO + WI + TI + SA
K = RE + LO + WI + TI + SA
Basisfaktor Prozessfaktoren Sicherheitsfaktor

RE: REPLENISHMENT LO: LOT SIZE COVERAGE SA: SAFETY TIME
TIME COVERAGE WI: WITHDRAWAL PEAK COVERAGE
COVERAGE
TI: TIME GAP COVERAGE
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Equation for the calculation of the number of Kanban (K)

for 1 TTNR at the Source-loop:
K [-]: Anzahl Kanbans für 1
TTNR
PR [Stk/ Periode]: Requirements per
K = RE + LO + WI + TI + SA period
Bedarf pro Periode
RTloop [min]: Replenishment Lead
Time for the loop
Wiederbeschaffungszeit für den
Loop
Definition of terms :
SNP [Stk]:
PR ⋅ RTloop Standard Number of
• RE: REPLENISHMENT TIME COVERAGE RE = Parts Standardmenge
SNP ⋅ NPT NPT [min/Periode]: Netto-Production-Time
(Working time)
Covering replenishment time Netto-Produktionszeit
(Time frame may include shift, days, Weeks …but is in LS [Stk]: Lotsize
general calculated on daily basis.) Losgröße
⎛ LS ⎞ WA [Stk]: Withdrawal Amount

• LO: LOT SIZE COVERAGE (if LS > SNP) LO = ⎜ − 1⎟ (Customer) Entnahmemenge
⎝ SNP ⎠ (Kunde)
Covering lot size Tcustomer [min]: Shift model of
customer Schichtmodell
WA − LS Kunde
• WI: WITHDRAWAL PEAK COVERAGE WI = Tsupplier [min]: Shift model of
SNP supplier Schichtmodell
Covering demand pikes Lieferant
(only in case of : WA > LS, otherwise W = 0) ST [h]: Safety Time r
Equation for the calculation of the number of kanban

card (K) for 1 TTNR at the Source-loop:
K [-]: Number of Kanban for 1
part number
PR [Stk/ Period]: Requirements per
period
K = RE + LO + WI + TI + SA RTloop [min]:
Demand per period
Replenishment Lead
Time for the loop
SNP [Stk]: Standard Number of

Definition of terms: Parts
PR
• TI: TIME GAP COVERAGE T= ⋅ Tcustomer − T sup plier NPT [min/Period]: Net-Production-Time
NPT ⋅ SNP (Working time)
Covering time difference LS [Stk]: Lot size

(Shift model customer <> shift model source)
WA [Stk]:
PR ⋅ ST ⋅ 60 Withdrawal Amount
• SA: SAFTY TIME COVERAGE S= (Customer)
SNP ⋅ NPT Tcustomer [min]: Shift model of
customer
Covering safety aspects Tsupplier [min]: Shift model of
Safety aspects are: supplier
ST [h]: Safety Time
a) Fluctuation in consumer demand r
b) Fluctuation of performance at Source
c) Leveling inventory buffer
Calculation of lead time of loop (RTloop):

RTloop = Σ RT i, loop
Lot formation
RT2, loop
RT1, loop B
C D
A Supermarket
A A A A
A A A A
assembly
Assembly Withdrawal
B B B B
B B B B B B
d d d d d d
d d d d d d c C C C B B
C C C C C C C C
RT3, loop C C C C C C C C
D D D
RT4,loop RT6,loop D D
RT5,loop
RT1,loop: Time between lot formation box and production chute RT4,loop: Change over time
RT5,loop: Production time for one lot size
RT2,loop: Waiting time production chute
(Production time of one part + (lot size -1)*cycle time)
RT3,loop: Purchasing time (milkrun)
RT6,loop: Delivery time of the lot size to the supermarket
• Target of this production control is finding the

balance between consumer withdrawal at any
time and replenishment of only those parts which
are demanded. A strict regulation must be
implemented.
• Level of replenishment must be calculated for

each part and must be adopted from time to time
• Minimum and maximum inventory level for each Maximum Minimum

part must cover lead and replenishment time
• Minimum level covers calculated process

interferences/ breakdowns
• Production control concentrates on regulating the

inventory level along the complete value stream
2.4 Basic element supermarket Supermarket
• Each part number has a fixed line in the

supermarket
• Position in supermarket line is controlled by

a comprehensible order system (e.g..
ascending order of article codes)
• Transparent and visualized marking for

filled lines
• First in first out must be respected.

Marking the side for replenishment and
withdrawal is used as a visual support tool
• Stock calculation of each part number in

supermarket line through consumption and
current process parameters
2.4 Basic element supermarket Supermarket
• Length of supermarket line refers to the

maximum stock level (visualization)
• Height of supermarket must enable withdrawal

without additional technical support
(floor space, shelves, wagons,..)
• Position of Supermarkets next to Source
• Source is responsible for the level of stock
• Supermarket replenishment process follows the

guideline : „replenishment only in case of
withdrawal“
• Replenishment without Kanban is prohibited!
2. Methodik Verbrauchssteuerung
2.5 Basic element Milkrun Milkrun
• defined, closed route

• defined areas for transfer
• specific tact of supply by road map
• controlled with Kanbans
• Same shift model: Milkrun, point of use provider and production
2. Methodik Verbrauchssteuerung
2.5 Basic element Milkrun Milkrun

tractor
waggon
stop / time table
2.6 Basic element Kanban Kanban for

inventory control
• Observance of the calculated inventory level is visualized and steered by the

production Kanban
• Production Kanban can be seen as a order which imitates production of specific
part number with a fixed quantity which will be refilled in a standardized container
• Number of Kanban to level stock can be calculated by the quotient of the maximum
level in the supermarket line and the fixed number of containers

inventory control
Milkrun code
• Delivery of consumed parts from Source to Consumer is regulated visually by

applying the internal transportation Kanban
• Internal Transportation Kanban can be seen as a reusable delivery note for the
delivery of a standardized container with a fixed quantity of a specific part number
• By applying production and transportation Kanbans, Source and Consumer are
connected visually and comprehensible for each employer

inventory control
• Delivery of consumed raw material from supplier to raw material supermarket is

visually regulated through the Purchase Parts Transportation kanban card.
• Purchase parts transportation Kanban can be seen as a reusable delivery note
for the delivery of a standardized container with a fixed quantity of a specific part
number
• Purchase Parts Transport kanban card is submitted to the supplier physically in case
of round-circle milkruns and in other cases electronically

inventory control
Milkrun code
• Delivery of consumed finished goods (pacemaker process) to supermarket

shipping process is regulated visually by applying the finished goods kanban.
• Finished goods Kanban can be seen as a reusable delivery note for the delivery
of refilled containers with fixed quantities of demanded part numbers to the
supermarket at shipping process
• Additional details concerning layout are defined and documented in the Standard
„Kanban und Supermarket“

inventory control
• Delivery of low runners is regulated on shop floor through low-runner Kanban

• Low runner Kanban can be seen as a standardized control tool. In contrast to all
other kanban card types it is applied on a fixed date and has a defined expiry date
• Low runners are stored in temporary supermarket lines or is provided in sets from
chaotic stores
2.6 Basic element Kanban

Production Productions
Kanban for
Kanban Finished inventory control
Purchase Kanban
(Final goods
Transportation (Machining)
Assembley) Transportation
Kanban Kanban
supplier customer
Leveling-
shipping
Machining Assembley
receiving process process Box
store store
store
buffer
Internal
Transportati
on Kanban
supermarket
• Area-wide application of different Kanban types guarantees material production

along the value stream which is solely based on consumption
• Continuous withdrawal of small and constant quantities enables Source to
produce small lots.
• Lot size reduction linked to pull system leads to inventory reduction along the
value stream and increases at the same time parts availability and delivery
service

inventory control
Purchase Parts
Transport Kanban Production Kanban Special Kanban
for parts from supplier to RB For all production levels e.g. one time, exotic parts, etc. .
(incl. e-Kanban)
Internal
Transport Kanban
for EZRS-, EZFE transportin plant
between supermarket and packaging
Finished goods
Transport Kanban The Kanbans will be printed on
for EZ transport in plant from pastel-coloured paper
production to EZ supermarket

inventory control
Filling mandatory:
1 part number 3 supplier 2 description 4 customer
1 2
3 4
5 6 7 9
8 13
5 quantity 6 unit 7 pack type 8 Kanban number 13 issuer 9 Kanban

position
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Filling optional: inventory control
16 supplier data 15 barcode 128 11 milkrun Code 12 symbol
11
12
16 15
17 10 14
17 delivery schedule 10 Kanban quantity 14 date of issue
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The backside of the Kanban can be used optional! inventory control
1 582 800 040

Put one bag to
Shopping list Small-box
TTNR Loc. Qty.
1234 654 985 A22 10 This card back to:
3456 5F3 786 B23 20 XyP/MOE34
1234 654 985 A22 10
3456 5F3 786 B23 20
1234 654 985 A22 10
3456 5F3 786 B23 20
1234 654 985 A22 10
3456 5F3 786 B23 20
2.7 Basic element process oriented organization of Process-oriented

organization
closed loops
Characteristics of successful Pull Systems are:
Î Well-informed and well-trained employees
concerning process, process steps and rules for all
relevant kanban loop
Î Employee guarantees success of kanban loops
Î All employees which are involved in the kanban loop
as well as substitutes are well trained
Î Tested, clearly visualized, simple processes and process
steps of kanban loops concerning:
• constant, cyclic kanban card transfer in high
frequency at Source
• constant, cyclic delivery of material to the consumer
in high frequency
• transparent control tools at source for subsequent
supermarkets

closed loops organization
General guidelines for implementing Kanban-Loops (1/2):

• High frequency and cyclic transfer of Kanban at Source
• No material delivery without Kanban
• No parts production without Kanban Source produces exactly the
right quantity in the right sequence of incoming Kanban
• No accumulation of Kanban which excess the calculated lot size

• Replenishment of containers with calculated and fixed quantity
steered by Kanban

General guidelines for implementing Kanban-Loops (2/2):

• Kanban card is applied to mark raw material, work in process goods
and finished goods
• Defected products will never be conveyed (100% quality )

• Principle “First-in first out” is applied for Kanban
• High-frequent and cyclic delivery of material to consumer through
kanban card
• Constant calculation and inspection of number of Kanban in system

• Modifications of the number of Kanban solely through authorized
employers

Process structure of transportation kanban card:
• Clearly visualized position of the kanban

• mailboxes
• Interface between kanban card and material flow
• Constant loops aiming for constant lead time

Î at tact time just until 15 min, target: short lead time
Î loop between source and consumer
• Clearly visualized transfer points avoiding and minimizing time
• for search
• Replacement regulation in case of absence of the controller

* WBZ = Wiederbeschaffungszeit

Process structure of production kanban card:
• Clearly visualized kanban chute to Source
• Clearly visualized and transparent control

• tools at Source:
Î Lot formation box

and lot formation box chute
Î Kanban Control Board
Î Heijunka Board
(see element leveling)

Process structure of lot formation box and Fifo-chute:

• Collection of withdrawn kanban from supermarket in lot formation box until determined/ calculated
production lot size is achieved (per shed one kanban card)
• Sum of sheds in lot formation box refers to production lot size
• Filled lot formation box is set on the lot formation box chute at source respecting the fifo-principle
• Following the sequence of the chute, parts are produced and are delivered back into the supermarket
2.8 Transparency and CIP Transparency And CIP
Control based on consumer demand is first of all a

visual control tool which realizes transparency at
the order-fulfillment process:
• Level of inventory at supermarket and control boards visualize the following

aspects concerning source:
Î Performance and process stability
Î Flexibility
Î Ability to realize quick changeover
Î Ability to produce small lot sizes
• Level of inventory at supermarket and control boards visualize the following

aspects concerning the consumer:
Î Fluctuation margin of consumption
Î Performance and process stability
Î Availability to produce small lot sizes
Î Flexibility in the service sector concerning interferences/ breakdowns
2.8 Transparency and CIP Transparency And CIP
The use of the Pull System‘s transparency by

exactly observing the process is exposing potential
to the CIP.
The goal is to turn every steering wheel that reduce the replenishment lead time by
sustained deviation management.
The BOSCH Logistics-Principle for process orientation:

The
Thelogistics
logisticsisisactively
activelyforming
formingthe
thecontinued
continuedmaterial
materialand
andinformation
informationflows.
flows.
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Ourgoal
goalisisthe
thereduction
reductionofofreplenishment
replenishmentlead timeininevery
leadtime everysub
subprocess
processalong
along
the value stream, from the customer to the production to the supplier.
the value stream, from the customer to the production to the supplier.
We
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supportthe
thecontinued
continuedflow
flowby
bythe
thefrequent
frequentdelivery
deliveryof
ofsmall amountsunder
smallamounts under
consideration of our QKL-goals.
consideration of our QKL-goals.
Summary
Supplier EDL BhP Customer
T T P
Alcoa/ P
W410 Log
Fuchs/ (PG-Boring)
(PG) T P
T P P
T T
P
P W340 shipping
Supplier 1 W140/ Schleiferei; P
T P
W350/ Honen; W360/460/660
W260 Hülsen- P-Elements
T
fertigung P
T
P
Supplier 2 P
T
W470 P
W680
Magnetic valve (HA5.7)
T
T P T P
T P
RtW
P
(ASG) W430 P
W670 P T
/AnW KSS/KSE W370/670
VU
Magnetic valve
(ASG) / Production Production
BüW
(Motor) /
REGE T
(PG) / T
EhW
(DS2) / TI
(DS2) Simulation of extensive Pull System at the ABS 5.7 valuestream BhP
Summary
The BOSCH Production System aims at the
• economical production of small lot sizes
• efficient transport of small lot sizes
by means of high delivery frequencies with short and constant

replenishment lead times to stabilize transport processes and to reduce
stocks along the whole value stream from supplier to customer.
The Pull System is one of the most important keys to achieve this level of
process performance.
3. Implementation of Pull Systems
3.1 Stages of Implementation
3.2 Development of BPS Logistic Vision
3.3 Setting up the model sector
3.4 Roll-Out-Procedure
3.5 Supporting measures
3.6 Accompanied organization of the change process

Step 0: Starting point in the conventional Push-System
LOG
Suppliers MRP-System Customer
I PK
Ramp
Preliminary PK Final I LOG: ALP, CLP
I EK: Withdrawal-Kanban
processes processes PK: Production-Kanban
TK: Transportation-Kanban
EZ-RS EZ-FE EZ-Lager I : Store, buffer
: Withdrawal
Marks: - Planning is extensively DV-supported with KWT along the Push-Principle

- Planning is optimized for changeovers
- Frequent alteration of planning on several steps by event-oriented disposition
- Visualization only via DV-System
Requirements: - none
Results: - High EZFE (Work-In-Process)- and EZRS (raw material) stocks to compensate problems
- Target stocks EZ (finished good) per TTNR are fluctuating and date-optimized
Step 1: Leveling inside the Push-System
LOG
MRP-System
Supplier Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Period 1
Period 2
I PK
LOG: ALP, CLP
EK: Withdrawal-Kanban
Ramp
Preliminary PK Final I
PK: Production-Kanban
I TK: Transportation-Kanban
processes processes I : Store, buffer
EZ-RS EZ-Leveling buffer : Withdrawal

EZ-FE
Marks: - Planning of leveled orders extensively DV-supported Requirements: - Failure management system to stop process
along the Push-Principle interruptions in the process sample
- De-coupling of production from KWT by supplying from - Lot size reduction by increasing availability of the
the leveling buffer in the warehouse plant and reduction of changeover times
- The analysis of external and internal factors determines - high availability of parts
the amount in the leveling buffers - The stocking up of necessary leveling buffer
- A production pattern leads to a regular production
sequence Results: - Due to the height of the leveling buffer customer
- Determination of lot sizes based on the target-EPEI fluctuations are not coming through to the
- Leveled orders aim at lot size reduction in the final production
process, whereas the preliminary processes are still - Leveled and regular production sequence calms
planned to match the demand down the production processes
- The production sample is transparent in the DV-system, - Opportunity to build up and measure standardized
as well as in the leveling plan in the shop floor and frequently repeating processes
1. Development 2. Setting up the 3. Roll Out Pull

BPS Logistics model sectors System
Vision
3.2 Development of BPS Logistics Vision

• 1. Development of BPS logistics Vision:
ÎControlling map to realize Leveling and Pull
System
ÎMilkrun map, for the high-frequent and cyclical
supply of points of use
ÎPosition of supermarkets inside the flow-oriented
layout
Î…. Delivery
Feedback
(Stock management/
Calculation/
Leveling sample
Shipping
List (CLE)
Preview reward)
Delivery
Assembly
Shipping
Customers
Suppliers
Assembly
Leveling (CKD)
3.3 Setting up the model sectors

• 2. Setting up the model sectors:
ÎRaw material supermarket with Kanban-loop
ÎRaw material supply with Kanban and Milkrun
ÎWIP-Production-Kanban for supplying the
leveled pacemaker process
Î…
• Targets of this important stage are:

ÎTesting and process design of pull systems in the current series by
concrete implementation into the model sectors;
ÎQualification of core teams in using the new method;
ÎApplication of pull systems on local conditions;
ÎSetting up „living training objects“ for the Roll-Out
• 3. Extensive Roll Out of the Pull System:
Î Extensive Implementation of one-loop-leveling
at the pacemaker process
Î De-coupling of the following production level from the pacemaker process
via WIP-supermarkets and production kanban
Î Gradual spreading of pull systems through the whole production line of
the value stream
Î Supplying every point of use with transportation kanban und Milkruns
Î Filling the raw material and packing-Supermarkets by supplier kanban
Î Delivery frequency of raw material: at least daily per TTNR (A- and B-
types)
• Only the connection of one-loop-leveling and a constant pull system is
reducing stocks and increasing delivery service with lasting effect.
Step 2: One-loop-leveling in the constant Pull System
LOG
Suppliers MRP-System Customer
Production plan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Product A
PK
Product B
TK
Product C
Raw material-Super-
PK PK
Product D
PK
Finished goods-
WIP-Supermarket
Exot
Ramp
Supermarket
Preliminary PK Pacemaker LOG: ALP, CLP
EK: Withdrawal-Kanban
processes process (SMP) PK: Production-Kanban
market
TK: Transportation-Kanban
I : Store, buffer
I I I : Withdrawal
Marks: - Planning of production samples of Finished goods-Production kanban extensively DV-supported

- Planning preview in MRP, operative controlling takes place de-coupled from the MRP, only through kanban
- Leveled Finished goods-Production kanban are tied on the pacemaker process, whereas preliminary processes
are only controlled by the consumption from the WIP-/Raw material-Supermarket (De-coupling of MRP)
- Withdrawal from the Raw material-Supermarket triggers off a transportation kanban to the supplier
- Using kanban in every loop with supermarkets between the processes
- higher-frequented supplying and standardized processes
- The production sample is transparent by the leveling kanban in the shop floor
Requirements.: - Failure management system to stop process interruptions in the whole process chain
- Reduce the lot size by increasing the plant availability and decreasing changeover times
- high availability of parts by an consumption-controlled integration of suppliers
Results: - Results of step 1 are clearly reinforced

- Raw material-stocks and WIP-stocks are reduced drastically
3.5 Supporting measures

Î Knowledge of the organization in visual controlling principles
(Supermarket and Model Sectors)
Î Sensitization of every employee
(Information, Schooling and Training in Model Sectors)
Î Short, as uniform as possible transportation cycles
(in tact time supply and constant lead time)
Î Flow-oriented manufacturing inside the production
(e.g. driven assembly line)
Î Small lot sizes or One-Piece-Flow
(Dynamics of the cycle)
Î Optimized packaging form for the receiver
(Reaching range <15 cm through small containers with few parts)
Î Smoothed out and leveled production
(Consumption of small amounts in always equal sequence)
Î Leveling buffer
(Material dyke to avert fluctuations of withdrawn units)
3. Implementierung des Pull-Systems

Accompanied organization of the process design und setting up of model sectors
1 Steering committee
twice a week to make quick decisions, plant leader, area manager,
department manager and Project leader
1 Project leader
Experience in plant wide implementing BPS
and Project management 100% released
1 Core team leader per core topic

Trained in the core topic und project management
50% released … …
1 Core team per core topic

of affected process sectors max. 7 persons, … …
Meetings daily up to 3 h including implementation
3. Implementierung des Pull-Systems

Simultaneously dealing with the following core topics:
Stabilization and increase

of OEE production Re-arrangement of
Quick changeover packaging and packing
material supply
Value stream design and Supplying via

policy deployment on Pull System external Milkruns
the value stream
Leveling of pacemaker Supplying via

processes internal Milkruns
…
4.1 Process companioning after putting into operation
4.2 Fields of action in the maturity stage
4.1. Process companioning after putting into operation

Î During the change of routine work from the “old” system to the courses in the new
system there is the need for a phase of settling down for about 6 weeks.
Î When putting into operation the possibility of relapsing into the “old” system has to
be ruled out.
Î Every Kanban loop should be accompanied for 6 weeks after putting into operation
to eliminate childhood diseases:
z Lack of know-how of employees participating in the process

z Lack of discipline to keep to the new process rules
z Lack of visualization of rules, mailboxes, ….
z Incorrect kanban calculation
z a.o.
Î The supermarket stocks have to be minimized by sustained process improvement

after the stabilization stage:
Minimum Supermarket = one piece flow in the FIFO principle
4.2 Fields of action in the maturity stage

Adjusting wheels for stock reduction:
Î Stabilization, homogenizing and increasing of the supplying frequency of
internal and external Milkruns per TTNR
Î Minimizing of changeover gaps up to under 81 seconds make it possible
to produce smaller lots
Î Smaller containers (KLT for paled boxes)
Î Production of at least a day’s lots along the whole value stream
Î Make consumers to consume in regular and small lots
Î Increasing the customer’s collection frequency
Î Improving the customer’s order accuracy
Î Stabilization and increasing of the source’s OEE
Î Synchronization of source and consumer
Î Stabilization and acceleration of reaction times of service sectors, like

maintenance, TEF, ….
5. Examples for the application of Pull Systems
5.1 Higashi Matsujama 2
5.2 A choice of reference plants t.b.d.
6.1 Training and educational programs
6.2 Topic-related literature
6.1 Training and educational programs
Seminar Title Department
BPS-Experts Training G61/PJ-BPS
BPS-LVB: Pull System Basics G61/PJ-BPS
BPS-LIK: Implementation Pull System G61/PJ-BPS ab 06/2006
BPS-LNB: Leveling Simulation G61/PJ-BPS
BPS-IEKN: Implementation Leveling in the one-loop-Pull System
G61/PJ-BPS ab 07/2006
BPS-LIM: Implementation internal Milkrun G61/PJ-BPS ab 05/2005
BPS-LEM: Implementation external Milkrun G61/PJ-BPS ab 05/2006
6.2 Topic-related literature

Adam D (1998). Produktionsmanagement 9. Auflage, Dr. Th. Gabler-Verlag, Wiesbaden.
Eversheim, W. und Luczak, H. (1998). Produktionsplanung und -steuerung. Springer Verlag, Berlin.
Eversheim, W. und Schuh, G. (1999) Produktion und Management. „Betriebshütte“. Springer Velag, Berlin.
Hopp, W. J., Spearman, M. L. (2000) Factory Physics: Foundations of Manufacturing Management, 2nd Ed., McGraw-Hill, New York
Lödding, H. (2001). Dezentrale bestandsorientierte Fertigungsregelung. VDI Verlag, Düsseldorf.
Monden, Y. (1998) Toyota Produktion System: An Integrated Approach to Just-In-Time, 3rd Ed., EMP/Engineering & Management
Press, Norcross Georgia, 1998
REFA, (Hrsg.) (1991) Methodenlehre der Betriebsorganisation: Planung und Steuerung, Teil 3, Carl Hanserverlag, München, Wien,
1991
Schönsleben, P. (1998) Integrales Logistikmanagement: Planung und Steuerung von umfassenden Geschäftsprozessen, Springer-
Verlag, Berlin Heidelberg, 1998
Schulte,C. (1999). Lexikon der Logistik. Oldenbourg, München.
Takeda, H. (1995) Das synchrone Produktionssystem: just in time für das ganze Unternehmen, Hrsg. Kaizen Institute of Europe,
Verlag Moderne Industrie, Landsberg, 1995
Wiendahl, H.-P. (1997) Fertigungsregelung: Logistische Beherrschung von Fertigungsabläufen auf Basis des Trichtermodells, Carl
Hanser Verlag, München
Womack, J. und Jones D. (1996) Lean Thinking - der Weg zum perfekten Unternehmen, Heyne Verlag, München
Zäpfel, G. (1994) Entwicklungsstand und –tendenzen von PPS-Systemen, in: Handbuch Produktionsmanagement, Hrsg. Corsten, H.
Gabler Verlag, Wiesbaden, 1994, S 719-745
Wiendahl, H.P. (1997) Fertigungsregelung. Hanser Verlag, München.

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Bosch Production System I Element Description

Version 3.0 I 02.2006

2. Procedure of Pull System

3. Implementation of Pull System

4. Maturity- and Saturation stage

5. Examples for the application of Pull System

6. Possibilities for Qualification

1. Introduction into Pull System

1.1 Description of Pull System

1.2 Definition of Pull System

1.3 Goal and Benefit of Pull System

1.1 Description of Pull System

The consistent de-coupling of all the

Kanban Kanban production levels containing filled

buffers as well as the production

Kanban causes a pull effect along the value

Store Production level Material flow Information flow

1.2 Definition of Pull System

…is fundamentally guaranteed by the Pull System.

1.2 Definition of Pull System

1.2 Definition of Pull System

z Withdrawals triggers off the Kanban that kicks off re-production B2

z The logic of the loop is marked by the following sequence:

1.3 Goal and Benefit of Pull System

Î Benefit of a continuous pull system with Kanban cards:

Kanban can visualize problems but cannot solve them!!

2. Procedure of Pull System

2.1 Kanban Loop

2.2 Basics of Pull System

2.3 Basic element supply logics

2.4 Basic element supermarket

2.5 Basic element Milkrun

2.6 Basic element Kanban

2.7 Basic element process-oriented organization of closed loops

2.8 Transparency and CIP

2.1 Kanban Loop

3. Pallet is refilled from supermarket

2.2 Basics of Pull System

Kanban for K = RE + LO + WI + TI + SA Milkrun

Process-oriented CIP and Transparency

2.3 Basic element supply logics K = RE + LO + WI + TI + SA

Basisfaktor Prozessfaktoren Sicherheitsfaktor

2.3 Basic element supply logics K = RE + LO + WI + TI + SA

Equation for the calculation of the number of Kanban (K)

⎛ LS ⎞ WA [Stk]: Withdrawal Amount

(only in case of : WA > LS, otherwise W = 0) ST [h]: Safety Time r

2.3 Basic element supply logics K = RE + LO + WI + TI + SA

Equation for the calculation of the number of kanban

SNP [Stk]: Standard Number of

Covering time difference LS [Stk]: Lot size

2.3 Basic element supply logics K = RE + LO + WI + TI + SA

Calculation of lead time of loop (RTloop):

2.3 Basic element supply logics K = RE + LO + WI + TI + SA

• Target of this production control is finding the

• Level of replenishment must be calculated for

• Minimum and maximum inventory level for each Maximum Minimum

• Minimum level covers calculated process

• Production control concentrates on regulating the

2.4 Basic element supermarket Supermarket

• Each part number has a fixed line in the

• Position in supermarket line is controlled by

• Transparent and visualized marking for

• First in first out must be respected.

• Stock calculation of each part number in